Strategic Workforce Planning
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Strategic Workforce Planning






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Strategic Workforce Planning Strategic Workforce Planning Presentation Transcript

  • Strategic Workforce Planning The Quiet Crisis
  • Today’s Agenda
    • Introduction – Tony Garrant , Acting State Classification Officer
    • Workforce and Succession Planning – The Quiet Crisis Barry Nelson , Abacos Group/Softscape, Inc.
    • Panelists Presentations:
      • Eric Young , Assistant Deputy Executive Director for Human Resources – TEXAS YOUTH COMMISSION
      • Albert Betts, Jr., Senior Associate Commissioner, Chief of Staff – TEXAS DEPARTMENT OF INSURANCE
      • Stephanie S. Newberg, Deputy Commissioner – TEXAS DEPARTMENT OF BANKING
      • Gene Crump, Jr., Deputy Executive Director – TEXAS WORKFORCE COMMISSION
  • Human Capital Management Succession and Workforce Planning The Quiet Crisis Barry W. Nelson Managing Director, Abacos Group, Ltd.
  • To Be Covered
    • Key issues :
      • Why organizations will increasingly need workforce and succession planning programs.
      • Assess how ready your organization is for such a planning effort.
      • How workforce and succession planning is defined, and what misconceptions of it are common.
      • Understanding a step-by-step approach that can be used to establish and operate a systematic workforce/succession planning system.
  • Why Even Bother
    • Strategic workforce planning is not an episodic activity that has to be done to assure some level of compliance…It also is not an option….
    • Strategic workforce planning is an integral part of how one must do business to survive.
    • It is a management practice and an imperative
    • It is how we anticipate and proactively manage our human capital resources
    “ Effective management of our human resources is the last source of increasing our competitive advantage,…as too few organizations are very good at it !” - Peter Drucker
  • Key Drivers of Workforce Planning
    • Dramatic population change
    • Individual and organizational performance concerns
    • Generational differences in career motivation and work life expectations
    • Desire to improve employee retention of high-talent workers and protected class workers
    • Emerging need to retain older workers
    • Other business conditions that are driving organizations to establish systematic succession programs ?
  • Population Trends Source : Poulos, S., & Nightingale, D. The Aging Baby Boom: Implications for and Training Programs . Washington: The Urban Institute. Prepared under contract for the U.S. government.
  • Population Trends Source : Poulos, S., & Nightingale, D. The Aging Baby Boom: Implications for and Training Programs . Washington: The Urban Institute. Prepared under contract for the U.S. government .
  • Let’s Test Your Readiness?
    • Please answer “yes” or “no” on each of the following :
      • Analysis reveals that the organization will lose a high percentage of senior management talent due to retirement or other reasons in the near term (5-7 years)
      • The organization has no way to respond to sudden losses of key talent
      • Traditional cycle time for finding replacements for key people is unknown--or too long
      • Managers are complaining of difficulty finding people ready for promotion or willing to assume more responsibility
      • Women, minorities, and other protected groups are not adequately represented at various levels and in various functions throughout the organization
      • Critical turnover is too high
      • The Executive Director of your organization is willing to take a hands-on approach to succession planning and is unwilling to delegate it completely to the HR Department
        • The more times you said “yes,” the more “ready” your organization is.
  • Keeping It Simple
    • Workforce Planning is anticipating human capital needs and assuring you have the human resources to operate effectively. At time of first implementation, it usually means quantitative measures.
    • Succession Planning speaks more to individuals with certain attributes, qualities and abilities capable of taking over specific role responsibilities as they become available. It speaks to both quantitative and qualitative measures.
  • Keeping It Simple
    • Workforce and Succession Management assumes a continuing effort to prepare people for the future through their daily work. It is not a one-time-a-year activity.
    • Workforce and Succession Management is the process that helps ensure the stability of tenure of personnel. It is perhaps best understood as any effort designed to ensure the continued effective performance of an organization, division, department or work group by making provision for the development, replacement, and strategic application of key people over time.
  • Keeping It Simple Step 1: Make the Commitment Step 7: Evaluate the Program Step 6: Close Developmental Gaps Step 2: Assess Present Work Requirements Step 3: Evaluate Current Performance Step 4: Determine Future Work Requirements Step 5: Assess Potential
  • Keeping It Simple
    • Workforce and Succession Management requires human capital management database systems that are integrated and share information across a variety of HR activities
      • Matrixed Goal-Setting
      • Performance Management
      • 360 Feedback
      • Succession Planning, and
      • Learning Management Systems, (for example)
  • Remember
    • You have to start somewhere
    • Starting is not an option, it’s a survival strategy.
    • Make Workforce and Succession Management an integral part of how you conduct business.
    • You are proactively managing the culture/climate of your organization and this influences overall performance.
    • Learn from each others “best practices”.
    • - Thank You -
  • TEXAS YOUTH COMMISSION SUCCESSION PLAN MODEL OVERVIEW Eric Young Assistant Deputy Executive Director for Human Resources
    • The workforce is aging. Retirements will increase over the next few years.
    • Over the next five years, 80% of TYC’s management level employees will become eligible for retirement , resulting in a critical loss of institutional knowledge, key positions and expertise.
    • Management development and succession planning will become crucial elements in the TYC workforce plan.
    • As the agency faces succession issues, programs may have to be redesigned, and TYC staffing could be effected.
    • Executive leadership must be prepared to provide assistance in addressing the changing staffing needs.
    • Executive leadership’s partnership in solving these difficult and complex problems will be crucial.
    • In order to ensure that our succession plan becomes an inherent part of TYC culture, active participation from all levels of our organization is essential. This includes management and employees, with HR acting as facilitator .
    • The Texas Youth Commission must be committed to preparing our staff for future key positions in the agency by offering appropriate training and development opportunities.
  • Elements of the Succession Planning Model
    • Communicate Possible Opportunities
    • Identify Who Is Interested
    • Assess Competency Readiness
    • Prepare Development Plans
    • Provide Development Opportunities
    • Formalize Eligibility
  • I. Communicate Possible Opportunities
    • Inform employees of the succession planning process.
    • Inform employees of possible job opportunities anticipated over a designated time period.
    • Communicate the key competencies required for those jobs.
  • II. Identify Who Is Interested
    • Open it up. Give employees the opportunity to indicate their interest in possible job openings and a willingness to participate in succession planning activities.
    • Clarify that participation in succession planning is not a guarantee of advancement.
    • Establish a data base.
  • III. Assess Competency Readiness
    • Assess individuals’ readiness to assume the job responsibilities in which they have indicated an interest.
    • Clearly define the career path an individual can take.
    • Identify competencies that may require development to prepare an employee for a job or occupation.
  • IV. Prepare Development Plans
    • With the employee, prepare an individual development plan outlining specific activities for developing competencies.
    • List these activities in the employee’s development plan - with a timetable.
    • Prepare a group development plan for core competencies that are applicable to a particular occupation level, open to the participation of all interested employees.
  • V. Provide Development Opportunities
    • Help employees in following through with their development plan by providing training options and a realistic timetable for completing all training activities outlined in their development plan.
    • Point out the employee’s personal responsibility for taking the initiative and seeking out activities to develop their targeted competencies.
    • Point out that development options extend beyond the traditional classroom setting and do not have to be costly.
  • VI. Formalize Eligibility
    • Avenues for increasing an employee’s ability to formalize their eligibility:
    • Use of “in-training” program which brings an employee in at lower levels, then allows automatic advancement (career ladder).
    • Use of competency-based classification structures.
    • Revision of current job descriptions to allow TYC training and experience to meet minimum qualifications.
    • Revision of job descriptions to open qualifications and encourage cross-training.
  • Questions for Eric ?
  • TEXAS DEPARTMENT OF INSURANCE SUCCESSION PLANNING OVERVIEW Albert Betts, Jr. Senior Associate Commissioner Chief of Staff
  • Questions for Albert ?
  • Our Profile
    • The Department of Banking
      • A regulatory agency with 159 authorized FTEs. (approximately 75% financial examiners or related directors)
      • Major function to regulate state chartered banks, prepaid funeral contract sellers, perpetual care cemeteries, check sellers, currency transmitters and private child support enforcement agencies.
      • Current annual appropriations - $11.3 million.
      • Considered self funded – regulated industries fees must pay for all our expenditures.
  • Caught Off Guard
    • In October 2000, our monthly turnover reached a new high for examiners with 1-4 years experience.
    • Lost eight examiners to our federal counterparts, not for promotions but same duty type positions.
    • Determined for the three period ending August 31, 2000, we had lost 41 examiners for an overall turnover rate of 48%.
    • We could no longer meet statutory mandate to complete regulatory examinations.
  • Caught Off Guard
    • In reaction:
      • Performed salary parity study and determined our examiners paid approximately $10,000 less than federal counterparts.
      • Requested and received permission to exceed salary cap.
      • Enlisted help of trade associations and regulated industries.
      • Requested SAO Classification Office review findings.
      • Enlisted cooperation of other agencies using the Financial Examiner series.
      • Calculated cost to train these examiners – classes alone $5,000.
      • Presented correction plan to Legislature.
  • The Results
    • Legislature awarded agency $1.2 million in targeted pay raises for Financial Examiner series and removed certain other payroll restrictions (6 months between pay increases)
    • This was a 13% increase in overall budget.
    • Turnover drastically reduced and no one has since left for a federal regulator position.
    • Employee satisfaction significantly increased as noted in Survey of Organizational Excellence
    • We met performance measures related to bank examinations.
  • Planning for the Future
    • Implemented procedures to have a plan that required continually looking forward.
    • In October 2002, our staffing model showed that with growth and potential growth in regulated industries we would need 10 additional examiners over the next year.
      • We applied during the interim to add these FTEs through a contingency rider and received approval and had all ten hired by February 2003.
      • We were able to meet performance measures and statutory requirements related to bank examinations in fiscal 2003.
  • Planning for the Future
    • You must be able to plan ahead -
    • During the 78 th Legislative Session, we preserved our ability to:
      • Activate a contingency rider if additional staff are needed in fiscal 2004 or 2005.
    • During that same session, we were granted:
      • Additional contingent appropriations of $1.2 million if we need to raise examiner salaries to stay competitive with federal counterparts.
  • Taking it One Step Further
    • Quarterly monitoring of staffing model to ensure that we have the correct number of examiners for the size of the banking industry – fluid process that is constantly changing.
    • Annually reviewing federal regulatory agencies salary structure to ensure competitiveness.
    • Setting conditions under which Financial Examiners can retire and come back to work while still allowing promotional advancement opportunities for lower level examiners.
    • Quarterly monitoring of diversity data to ensure that we are recruiting at those institutions where we are most under represented.
    • Continually reviewing turnover data for possible problems or new trends.
  • Questions for Stephanie ?
  • Strategic Workforce Planning Addresses Two Critical Needs
    • Aligning an organization’s human capital program with its mission and programmatic goals
    • Developing long-term strategies for acquiring, developing, and retaining staff to achieve programmatic goals
  • Five Key Principles that Strategic Workforce Planning Should Address
    • Involve top management and stakeholders in the strategic plan
    • Determine critical skills needed
    • Develop tailored strategies for enabling and sustaining critical skills
    • Build capability to support workforce planning strategies
    • Monitor and evaluate the agency’s progress
  • Strategic Workforce Planning Process
  • Principle One:
    • Involve Top Management, Employees, and Other Stakeholders in Developing, Communicating, and Implementing the Strategic Workforce Plan
      • Ensure that top management sets the overall direction and goals of workforce planning
      • Involve employees and other stakeholders in developing and implementing future workforce strategies
      • Establish a communication strategy
  • Principle Two:
    • Determine the Critical Skills and Competencies That Will Be Needed to Achieve the Future Programmatic Results
      • The scope of the agencies’ efforts to identify skills and competencies needed varies considerably, depending on the needs and interest of the agency .
      • Agencies can use various approaches for making a fact-based determination of the critical human capital skills and competencies needed for the future.
      • Scenario planning is an approach that agencies have used to manage risks.
  • Principle Three:
    • Develop Strategies Tailored to Address Gaps and Human Capital Conditions in Critical Skills and Competencies That Need Attention
    • Applying Principle Three to Strategic Workforce Planning Means that Agencies
      • Develop hiring, training, staff development, and other human capital strategies that can be implemented with reasonable resources
      • Consider how these strategies can be aligned to eliminate gaps
  • Principle Four:
    • Build the Capability Needed to Address Administrative, Educational, and Other Requirements Important to Supporting Workforce Strategies
      • Educate managers and employees on flexibilities
      • Streamline and improve administrative processes
      • Build transparency and accountability into the system
  • Principle Five:
    • Monitor and Evaluate the Agency’s Progress toward Its Human Capital Goals and the Contribution that Human Capital Results Have Made toward Achieving Programmatic Goals
    • Performance Measures Can be Used to Gauge Two Types of Success
      • Progress toward reaching human capital goals
      • Contribution of human capital activities toward achieving programmatic goals
    • Developing meaningful outcome-oriented performance goals and collecting performance data to measure achievement of these goals is a major challenge
  • Evaluating Effectiveness
    • How well the agency implemented its workforce plan
    • The contribution that the implementation made toward achieving programmatic goals
  • Questions for Gene and For the Other Panelists ? - Open Discussion -
  • Concluding Remarks and Summary - Thank You -